Test-Taking Strategy as a Mediator between Race and Academic Performance

The issue of race differences in standardized test scores and academic achievement continues to be a vexing one for behavioral scientists and society at large. Ellis and Ryan (2003) suggested that a portion of the cognitive-ability test performance differences between White/Caucasian-American and Black/African-American college students could be attributed to the greater use of ineffective test-taking strategies by the latter group. We replicated and extended their findings by using three outcomes—exam scores in a single academic course, self-reported GPA, and a measure of verbal abilities. Ellis and Ryan reported that the variance in cognitive-ability test performance explained by race dropped by 48% (i.e., from 21% originally to 11%) when controlling for the mediator, ineffective test-taking strategies. Our results were less dramatic, but also indicated that ineffective test-taking strategies accounted for 19% to 25% of the variance originally explained by race. In addition, reminiscent of the disidentification effect, supplementary analyses showed that academic/intellectual self-perceptions correlated with the criterion measures but only for White participants. These results suggest that a portion of the race difference on test scores might be accounted for by test-taking strategies.     

Metacognition and Human Performance Improvement

An understanding of the uses of meta-cognition provides a powerful tool toward developing quality and efficiency in task learning and performance. Metacognition is the executive controller of cognitive processes responsible both for self regulated learning and work performance outcomes. Comprehension monitoring and motivation are two prime components of metacognition which are responsible for commitment to, and definition of, goals, monitoring progress toward goals, and activating the appropriate thinking skills to achieve goals. Specific thinking skill categories of attention, organization, and elaboration are described with examples of how specific techniques in each category can optimize learning and job performance. Research on training of metacognitive skills through both detached and embedded skill-development programs is reviewed. In addition, ways to compensate for metacognitive skills when training is not cost-effective are described. The relationship between metacognitive skills and effective management of work performance is stressed.